PS I value your opinion, especially in the business side of things. Never saw a follow up post but would be interested to hear what you had to say.
I too actually read the article and came away thinking positively of Chipman. It seems he recognizes that the organization has not done enough for fans and that they may have had their heads in the sand so to speak.
I don't think the article was a hard threat as much as it was an unfortunate reality. We have a smaller margin for error in Winnipeg and the building needs to be full or damn close to it. I felt he was recognizing that the organization has played a part in it not being full and was not just blaming the fans.
I have learned some things in business but I am far from an authority on running a sport franchise in a city like Winnipeg. I have an opinion just like the other folks on the board but take it with an XL grain of salt.
Part 2 of 3
As I mentioned I was pretty upset (along with allot of other people apparently) with the marketing campaign last spring because at the core I felt Mark and his team were doubling down on one of the main factors that was leading to a drop in demand. They had done some things right but they had also made allot of mistakes and didn’t seem to be in touch with that. Mostly, I was pissed off Mark of all people would sign off on DEFCOM escalation and drop the passive aggressive threat of the franchise security. To me it was kind of the final straw in what I would call an organization that was out of touch with reality.
I have been in business forever and I have a lot of friends in business. It’s laughable to me when any business owner blames their customers for a lack of sales. You have a problem with demand for your product, great, welcome to the world of owning a business, ITS NOT YOUR CUSTOMERS FAULT, shut up and sell tickets.
If I had a capability I would dig up a lengthy post I did last spring with some ideas on the topic (I would weight these with the same level of credibility as my fantasy GM advice
). One of the cornerstone Pillars in my imaginary ownership path forward was that Mark and his team have phenomenal data advantage that I would kill for. They have a list of their 3500 lapsed season ticket individuals (and groups). Lets round that up to two owners per seat and it might be as high as 7000 former season ticket holders. Any business would kill for that list. My plan last spring is I said Mark should get a small team led by him and pick up the phone and start contacting these people one at a time to listen, apologize if necessary, and make an offer of free tickets as a thank you to them for their years as a loyal customer. Just put their heads down and grind then meet in their board room and have a full debrief of what they have learned every Friday. Lather, rinse, repeat for as long as it takes. I am not saying you can turn this back into 3500 season ticket holders but you can turn the page, mend some fences, build bridges, and at least let them get back and watch a game live again.
Fast forward to Mark’s interview with Johnston and I felt he was finally getting it. He admitted they have made mistakes and he detailed them. He has walked things back a bit to position their need into a non franchise threatening framework. What I am hearing is we are not leaving but we might not be able to afford to be competitive if we struggle to sell tickets. For now I will take Mark at face value and I look forward to seeing if they have the capability of making changes.
The interview was a step in the right direction in my opinion. Talk is cheap though, now comes the hard part, they have to evolve.
Other topics to ponder, retention strategy for the die hard STH's, Is David Thomson an advantage or disadvantage as a partner (Steelman- strawman), Hockey is the product but that's not what you are selling, Gatekeeper vs agent how do you transform an organizational culture?